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• Supplement | HBS Case Collection | July 2020

  Gregg Kaplan 1997

  Anthony Mayo

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  Mayo, Anthony. "Gregg Kaplan 1997." Harvard Business School Supplement 421-009, July 2020.  View Details

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• Case | HBS Case Collection | July 2020

  Vineet Nayar and Sampark Foundation: Frugal Innovation at Scale (A)

  Linda A. Hill and Emily Tedards

  In 2005, Vineet Nayar, the former CEO and Vice Chairman of HCL Technologies, and his wife, Anupama Nayar, committed $100 million of their personal wealth to found Sampark Foundation—a grant-making philanthropy with a mission to transform learning outcomes for 20 million children in rural government schools by 2025. By 2013, it was clear that Sampark was never going to reach 20 million children by writing grants. Vineet stepped out of the corporate world and over the next six years, applied the lessons he learned about leading change at HCL to transform Sampark into a “disruptive design shop” that leveraged frugal innovation and a “Teachers First” model of change to revolutionize India’s primary education system. By 2019, at $1 per child per annum, Sampark’s 130 employees had touched the lives of over 7 million students and 200,000 teachers across 90,000 public schools—unprecedented scale in the Indian education context and evidence that their “Teachers First” strategy was working. Demand for Sampark’s program was growing rapidly and Vineet now had the opportunity to reach 50 million children. Vineet had always believed in the transformative power of technology and had to determine whether Sampark could transition to a “Digital First” model.

  Keywords: leadership; leading change; change management; organizational behavior; organizational culture; cultural change; digital; digital transformation; innovation; experimentation; metrics; education reform; education; non-profit; frugal innovation; Scale; ecosystem; government; india;

  Citation:

  Hill, Linda A., and Emily Tedards. "Vineet Nayar and Sampark Foundation: Frugal Innovation at Scale (A)." Harvard Business School Case 421-015, July 2020.  View Details

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• Case | HBS Case Collection | July 2020

  Rosalind Fox at John Deere

  Anthony Mayo and Olivia Hull

  Rosalind Fox, the factory manager at John Deere’s Des Moines, Iowa plant, has improved the financial standing of the factory in the three years she’s been at its helm. But employee engagement scores—which measured employees’ satisfaction with working conditions and enthusiasm about their work— have remained lackluster. As the first Black female factory manager to lead the plant, Fox considers how to build stronger bonds with her staff, who are mostly white men. The case describes how Fox took charge and established her credibility while building and nurturing a diverse leadership team. In addition to discussing Fox’s current role, this leadership case chronicles Fox’s career trajectory from her college years in Missouri through her time at Ford Motor Company and later, rising up the ranks at Deere & Company. The case discusses the pressure Fox has felt to assimilate into the dominant white male cultures and figure out how much of her authentic self to bring to work.

  Keywords: Agribusiness; Change Management; Experience and Expertise; Talent and Talent Management; Diversity; Gender; Race; Engineering; Geographic Location; Globalized Markets and Industries; Leadership Development; Leadership Style; Leading Change; Management Style; Management Teams; Organizational Culture; Personal Development and Career; Prejudice and Bias; Power and Influence; Status and Position; Trust; Agriculture and Agribusiness Industry; United States;

  Citation:

  Mayo, Anthony, and Olivia Hull. "Rosalind Fox at John Deere." Harvard Business School Case 421-011, July 2020.  View Details

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